ActionAid UK has recently initiated a comprehensive strategic overhaul, aiming to significantly "decolonise" its operational framework and funding mechanisms. Under the new co-leadership of Taahra Ghazi and Hannah Bond, the prominent international development charity is undertaking a profound re-evaluation. Its long-standing child sponsorship programme has been identified as a key area requiring transformation. This ambitious undertaking, scheduled to unfold until 2028, signals a deliberate departure from established practices. It seeks to foster more equitable partnerships and dismantle potentially problematic undertones in its engagement with global communities.
The organisation's candid acknowledgement that its current child sponsorship model, operational since 1972, may harbour "racialised, paternalistic undertones" lies at the heart of this transformative agenda. Co-chief executive Taahra Ghazi articulated this sentiment, explaining that donors selecting images of children from predominantly Black and brown communities in the Global South can inadvertently foster a transactional dynamic. This dynamic is rooted in sympathy rather than genuine solidarity. Ghazi highlighted the inherent disparity, stating, "Most of our supporters are relatively well-off people and many of them are white, so if you’re asking them to choose a picture of a brown or black child and choose the country they come from – effectively, that’s a very transactional relationship and quite a paternalistic one. We recognise that the current child sponsorship model reflects a different time."
This recognition necessitates a fundamental shift in ActionAid's approach. The charity intends to move away from fundraising strategies that, while historically significant – the child sponsorship scheme has historically accounted for 34% of ActionAid's global funding – are now perceived as belonging to a bygone era. The objective is to cultivate relationships built on partnership and mutual respect. This aligns funding and development aid with the authentic needs and self-determination of the communities it serves across Africa, Asia, and Latin America.
The transformation process, as detailed by Ghazi, is multifaceted and will encompass a sweeping review of ActionAid UK's internal systems, resource allocation, and procurement procedures. "We’re in the process, until 2028, of transformation that includes our systems, what money we give, how we procure services - we’re decolonising it," she affirmed. This holistic approach underscores the organisation's commitment to embedding principles of equity and justice throughout its operations. The charity plans to collaborate closely with its teams and the communities in the 30 countries where the sponsorship programme currently operates. This ensures that any proposed changes are co-designed and responsive to local realities and aspirations.
The implications of this strategic pivot are considerable. By signalling a move away from the controversial "sponsor a child" scheme, ActionAid UK is confronting a legacy of fundraising methods that have, at times, been critiqued for perpetuating racist attitudes and for their potentially exploitative nature. The success of this "decolonisation" effort will be measured not only by the evolution of its funding models but also by its tangible impact on fostering more equitable and empowering partnerships with global movements and local organisations. This ensures that development aid truly serves those it is intended to support.